Pursuing excellence at the Charity Commission

1
Pursuing excellence at theCharity Commission

• Andrew Hind
• Chief Executive

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Some context

• 190,000 registered charities in England and
  Wales, 20,000 in Scotland
• 5,153 new charities in 2005/06, but 5,138 removed
  from Register
• Annual income around 38 billion
• 38 of income from statutory sources
• 600,000 paid staff, 900,000 trustees
• 13 million people volunteer at least once a month

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Some context

• 80 of income accounted for by 3 of charities
• 500 with an income more than 10 million pa and
  5,000 more than 1 million
• But 100,000 charities have income less than 10k
  pa
• And average income fell by 10 in the 10-100k
  category

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Some context - the Commission

• 29 million hits on our website
• 60 key publications
• Over 200,000 calls to our Contact Centre
• 23,000 pieces of tailored advice

5
Stakeholder survey what you told us

• Service delivery improve quality and
  consistency
• Regulation adopt a more intelligent framework
  of risk assessment
• Advice use partnerships, be a knowledge broker
• Communication good regulators provide good
  information about good practice

6
A new vision and mission
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Continually improving services

• Greater consistency in our services
• New Charity Services division
• Minimising duplication of activities on different
  sites
• Develop customer network to improve feedback

8
Organising for impact

• Launch of Charity Commission Direct in May 2006

9
A new vision and mission
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Encouraging best practice

• We are putting more emphasis on encouraging
  charities to improve their performance
• Creation of Charity Effectiveness Division to
  capture knowledge from our casework
• New priority to building partnerships to
  encourage innovation and collaborative working
  across the sector
• Sharing our brand is now firmly on the agenda

11
A new vision and mission
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Maintaining independence

• Executives and trustees must ensure that their
  charity remains independent
• 38 of sectors income is from government
• Most charities are small, with no public service
  delivery role
• The Wigan and Trafford decision

13
Promoting public trust and confidence

• Promoting accountability and transparency with
  stakeholders and public
• Role of the SORP and SIR is critical
• Performance of the leading charities on filing
  times needs to improve
• Never lose your passion for achieving change and
  delivering results on behalf of beneficiaries

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Pursuing excellence at theCharity Commission

• Andrew Hind
• Chief Executive